CHRA

REVIEWER

Labor Standard

Refer to the Philippine Law that provides the minimum requirements regarding \n work conditions, work hours, wages, benefits and other employment conditions that are being \n implemented by the management

Labor Relations

The goal of labor relations is to strike a proper balance between the protection of \n worker rights versus the exercise of management prerogatives. By the employer in accordance with \n law and to achieve industrial peace.

Section 3. Art. 13

The state shall promote the full protection of labor, local and overseas, organized \n and unorganized and promote full employment and equality of employment opportunities for all. \n (Guarantee the right of all workers to self-organization, they shall be entitled to security of tenure.)

Article 3. Declaration of Basic Policy

The state shall afford protection of labor, promote full \n employment, ensure equal work opportunities regardless of sex, race or creed.

Article. 4 Construction in favor of labor

All doubts in the implementation and interpretation of the \n provisions of this Code, including its implementing rules and regulations, shall be resolved in favor of \n labor.

The four fold test

* Selection and engagement of the employee
* Payment of wages,
* Power of dismissal
* Control test (most important element) if all of these are present then there is an employer
and employee relationship.

Min wage

Lowest amount of wage that an employer will pay to an employee. (Floor bc the \n employer and employee can negotiate to a much higher wage)

Overtime, Holiday, Premium, Night Shift, Differential pay

at least 25% for overtime work \n rendered on a holiday or rest day \n > If it is holiday and at the same time rest day of an employee it will be 50% \n > Overtime is not presumed.

Art. 93

COMPENSATION FOR REST DAY, SUNDAY OR HOLIDAY

Art. 86

Night Shift Differential, not less than 10% if u work between 10am to 6am

Art. 94

Right to holiday pay

* Double pay or 200% if the employee work on a holiday, 100% if not.
* Every worker shall be paid regular wage during regular holiday except establishment
with less than 10 employees

13th Month pay and Bonus PD No. 851

>Not later than dec 24 every year \n >1/12 of the basic salary of an employee within the calendar year (multiply your basic salary by \n the no. of months you have worked for the entire year then divide it by 12)

PD 442, Art 95. Service Incentive Leave

Every employee who has rendered at least 1 year id service shall be entitled to a yearly \n service incentive leave of 5 days with pay.

R.A No. 9710, Sec. 18. Special Leave Benefits for Woman

A woman employee who rendered at least 6 months for the last 12 months should be entitled \n to a special leave benefit for 2 months with full pay based on her gross monthly compensation \n following surgery caused by gynecological disorders.

Section 8. Parental Leave

7 days leave every year for the solo parent who has rendered \n service of at least 1 year

RA No. 8187 Paternity Leave Act of 1996.

Sec. 2. 7 days with full pay for the first four \n deliveries of a legitimate spouse.

RA 9262 Anti - violence against women and their children act 0f 2004

Sec. 43 Entitled to \n leave - paid leave absence up to 10 days in addition to other paid leaves under Labor Code \n and Civil Service Rules

RA No. 11210 Expanded Maternity Leave

105 paid leave for live birth \n >7 days leave transferable to the father (bukod pa to sa paternity leave) \n >15 days additional paid leave for Solo parent under RA 9972 \n >30 days add. Leave without pay \n >60 days paid leave by miscarriage, abortion

Retirement Pay Art. 287.

Any employee may be retired upon reaching the retirement age \n established in the collective bargaining agreement or other applicable employment contract. \n > Retirement entitled to ½ month salary for every year of service, a fraction of 6 months could \n be considered as one whole year. \n > 60 y/o or 65y/o

Separation Pay Art 283.

Closure of establishment and reduction of personnel. \n >Written Notice to department of labor and employment for at least 1 month. \n >Separation pays to at least 1 month pay for every yr. of service, whichever is higher. \n >Exceptions: When the establishment is closed due to serious financial causes, or the \n company cannot recover.

Human Resource Management (HRM)

A relatively new approach to managing people in any \n organization.

4 Main Activities of HRM:

1. Acquisition
2. Development
3. Motivation
4. Maintenance of Human Resources

Inherent Part of Management

Features of HR Management; If a manager is to get the best of his people, he must undertake \n the basic responsibility of selecting people who will work under him.

Pervasive Function

Features of HR Management; HR Management is not a responsibility that a manager can leave \n completely to someone else. However, he may secure advice and help in managing people.

Basic to all Functional Areas

Features of HR Management; Every manager from top to bottom, working in any department \n has to perform the personnel functions.

People Centered

Features of HR Management; It is concerned with all categories of personnel from top to the bottom of the \n organization. Blue-collar workers (Working on machines and engaged in loading, unloading, etc.) \n White-collar workers (Clerical Employees, Managerial and Non-managerial personnel, professionals)

Personnel Activities or Functions

Features of HR Management; Includes manpower planning, employment, placement, \n training, appraisal and compensation of employees

Based on Human Relations

Features of HR Management; HR Management is concerned with the motivation of human \n resources. The managers should give attention to the different needs, perceptions and expectations \n of employees.

Continuous Process

Features of HR Management; It must be performed continuously if the organizational objectives are to be \n achieved smoothly.

Planning

Managerial Functions; steps taken in determining in advance personnel requirements, personnel \n programs, policies, etc. After determining how many and what type of people are required, a \n personnel manager has to devise ways and means to motivate them.

Organizing

Managerial Functions; organizing the operative functions by designing structure of relationship among \n jobs, personnel and physical factors. Personnel manager performs (a) preparation of task \n force, (b) allocation of work to individuals, (c) integration of the efforts of the task force, (d) \n coordination of work of individuals with that of the department.

Directing

Managerial Functions; concerned with initiation of organized action and stimulating the people to work. \n The personnel manager directs the activities of people of the organization to get its function \n performed properly.

Controlling

Managerial Functions; provides basic data for establishing standards, makes job analysis and \n performance appraisal.

Procurement of Personnel

Operative Functions; concerned with the obtaining of the proper kind and number of \n personnel necessary to accomplish organizational goals.

Development of Personnel

Operative Functions; this has to do with the increasing skills of the employees \n necessary for proper job performance through training.

Compensation to Personnel

Operative Functions; determination of adequate and equitable remuneration of \n personnel for their contribution to organization's objectives.

Maintaining Good Industrial Relation

Operative Functions; intended to reduce strife, promote industrial peace, \n provide fair deal to workers and establish industrial democracy.

Record Keeping

Operative Functions; personnel manager collects and maintains information concerned with the \n staff of the organization.

Personnel Planning and Evaluation

Operative Functions; evaluation of performance, personnel policy of an \n organization and its practices, personnel audit, morale, survey and performance appraisal.

Human Resource Planning

can be defined as the process of determining manpower requirements \n and the means for meeting those requirements in order to carry out the integrated plan of the \n organization.

Forecasting

Human Resource Planning Activities; projecting future manpower requirements

Inventory of Present Manpower Resources

Human Resource Planning Activities; assessing the extent to which these resources are \n employed optimally

Anticipating Manpower Problems

Human Resource Planning Activities; projecting present resources into the future and comparing \n them with the forecast of requirements to determine their adequacy, both quantitatively and \n qualitatively.

Planning

Human Resource Planning Activities; preparation of the necessary programs of requirements, selection, training, \n development, utilization, transfer, promotion, motivation and compensation to ensure that future \n manpower requirements are properly met.

Forecasting Demand for Human Resources

Steps in Human Resource Planning; Human resource planning starts with the \n estimation of the number and type of personnel required at different levels and in different \n departments.

Analysis of Organizational Plans and Objectives

Steps in Human Resource Planning;Human resource planning is a part of the \n overall plan of an organization. Plans concerning technology, production, marketing, finance, \n expansion and diversification give an idea about the volume of future work activity. Each plan can \n further be analyzed into sub-plans and detailed programs. It is also necessary to decide the time \n horizon for which human resource plans are to be prepared. The future organization structure and job \n design should be made clear and changes in the organization structure should be examined so as to \n anticipate its manpower requirements.

Estimating Manpower Gaps

Steps in Human Resource Planning; Net human resource requirements or manpower gaps can be \n identified by comparing demand and supply forecasts. Such a comparison will reveal either deficit or \n surplus of human resources in future. Deficits suggest the number of persons to be recruited from \n outside whereas surplus implies redundant to be redeployed or terminated. Similarly, gaps may occur \n in terms of knowledge, skills and aptitudes. Employees deficient in qualifications can be trained \n whereas employees with higher skills may be given more enriched jobs.

Forecasting Supply of Human Resources

Steps in Human Resource Planning;to deal with allocation of persons to different \n departments depending upon the work-load and requirements of the departments. While allocating \n manpower to different departments, care has to be taken to consider appointments based on \n promotions and transfers. Allocation of human resources should be so planned that available \n manpower is put to full use to ensure smooth functioning of all departments.

Matching Demand and Supply

Steps in Human Resource Planning; t is one of the objectives of human resource planning to assess \n the demand for and supply of human resources and match both to know shortages and surpluses on \n both the side in kind and in number. This will enable the human resource department to know about \n overstaffing or understaffing.

The short-range or immediate future

HR Planning Three Periods; may refer to current situation and experiences and may \n even concern issues such as overtime and replacements. If there has been previous planning for \n human resource such plans can serve as a guide in the immediate future. If not, a beginning should \n be made at once.

The long-range future

HR Planning Three Periods; could be five years, while 10 to 15 years span could be used for a \n perspective plan. Long-range plans must be made on the basis of various trends in the economy and \n in the labor market, and on long-term trends of production in the company.

The mid-range

HR Planning Three Periods; has a different time span in various companies. It can be as short as a few \n months or as long as several years. Most would agree upon a 2-3 years period as a mid-range.

HR Information System

system that maintains, collect, and analyzes data relating to \n human resources of the organization. HRIS includes the information relating to employees, their \n abilities, qualifications, potentialities, creative instincts, age, pay scales, various jobs in the \n organization, their required skills and qualifications to do them, the number of employees and \n executives manning various positions, organizational objectives, policies and procedures, etc.

Recruitment

Means search of the prospective employee to suit the job requirements as \n represented by job specification- a technique of job analysis. It is the first stage in selection, which \n makes the vacancies known to a large number of people and the opportunities that the organization \n offers. In response to this knowledge, potential applicants would write to the organization. The \n process of attracting people to apply in called recruitment.

Internal Sources

Sources of Recruitment; Refers to the recruitment from within the company. The various internal sources \n are promotion; transfer, past employees and internal advertisements.

External Sources

Sources of Recruitment; Refers to the practice of getting suitable persons from outside.

Casual Caller or Unsolicited Applications

external sources of recruitment; Can be claimed when the organizations, which \n are regarded as good employers, draw a steady stream of unsolicited applications in their \n offices

Media Advertisement

external sources of recruitment; When advertisement in newspapers or trade and professional journals \n is generally used when qualified and experienced personnel are not available from other \n sources

Employment Agencies

external sources of recruitment; Employment exchanges run by the Government are regarded as a \n good source of recruitment for unskilled, semi-skilled and skilled operative jobs

Management Consultants

external sources of recruitment; They maintain a data bank of persons with different qualifications \n and skills and even advertise the jobs on behalf their clients to recruit the right type of \n personnel.

Educational Institutions or Campus Recruitment

external sources of recruitment; Big organizations maintain a close \n liaison with the universities, vocational institutes and management institutes for recruitment to \n various jobs

Recommendation

external sources of recruitment; Applicants introduced by friends and relatives may prove to be a good \n source of recruitment.

Labor Contractors

external sources of recruitment; Workers are recruited through labor contractors who are they employees \n of the organization

Telecasting

external sources of recruitment; The detailed requirements of the job and the qualities required to do it are \n publicized along with the profile of the organization where vacancy exists. The use of T.V. as a \n source of recruitment is less as compared to other sources.

Qualified Personnel

Merit of External Sources; By using external sources of recruitment the management can make \n qualified and trained people to apply for vacant Jobs in the organization.

Wider Choices

Merit of External Sources; When vacancies are advertised widely a large number of applicants from outside \n the organization apply. The management has a wider choice while selecting the people for \n employment.

Fresh Talent

Merit of External Sources; The insiders may have limited talents. External sources facilitate infusion of fresh \n blood with new ideas into the enterprise. This will improve the overall working of the enterprise.

Competitive Spirit

Merit of External Sources; If a company can tap external sources, the existing staff will have to compete \n with the outsiders. They will work harder to show better performance.

Dissatisfaction among Existing Staff

Demerits of External Sources; External recruitment may lead to dissatisfaction and \n frustration among existing employees. They may feel that their chances of promotion are reduced.

Lengthy Process

Demerits of External Sources; Recruitment from outside takes a long time. The business has to notify the \n vacancies and wait for applications to initiate the selection process.

Costly Process

Demerits of External Sources; It is very costly to recruit staff from external sources. A lot of money has to be \n spent on advertisement and processing of applications.

Uncertain Response

Demerits of External Sources; The candidates from outside may not be suitable for the enterprise. There \n is no guarantee that the enterprise will be able to attract right kinds of people from external sources.

Interview

Is an oral examination of candidates for employment. No selection process is complete \n without one or more interviews. Interview is the most common and core method of both obtaining \n information from job-seekers, and decision-making on their suitability or otherwise.

Background Investigation

may include \n verification of reference from past teachers, employers or public men; public men; police verification; \n and, medical examination

Screening

Is the process of choosing a qualified person for specific role who can successfully \n deliver valuable contributions to the organization.

Multistage Selection Strategy

Screening Strategies for HR; This combines a number of assessment tools as part of the \n process. The human resources department is responsible for validating each assessment tool \n and ensuring that it is legitimately related to the requirements of the open position. This strategy is paired with either a conjunctive or compensatory strategy

Compensatory Selection Strategy

Screening Strategies for HR; This method administers all assessment tools to \n applicants at the same time, or at least all of them are administered before a candidate is \n eliminated or selected.

Human Resources Development (HRD)

Focuses on both training employees for their current jobs \n and developing skills for their future roles and responsibilities. HRD activities include: training for \n managers, supervisors, and teams; tuition reimbursement programs; customer service training; \n performance management; harassment prevention training; 360-degree reviews (multi-rater feedback \n system); career coaching.

Employee Development

Is a key contributor to a company's competitive advantage by helping \n employees understand their strength, weaknesses and interests and by showing them how new jobs \n and expanded job responsibilities are available to them to meet their personal growth needs. This \n helps retain valuable managers who might otherwise leave to join clients or competitors. It is also \n important for all employees, not just managers.

Development

Refers to formal education, job experiences, relationships and assessment of \n personality and abilities that help employees prepare for the future.

Increasing Productivity:

NEED AND IMPORTANCE OF TRAINING; Instruction can help employees increase their level of performance on \n their present job assignment.

Improving Quality:

NEED AND IMPORTANCE OF TRAINING; Better-informed workers are less likely to make operational mistakes. Quality \n increases may be in relationship to a company product or service, or in reference to the intangible \n organizational employment atmosphere.

Helping a Company Fulfill its Future Personnel Needs

NEED AND IMPORTANCE OF TRAINING; Organizations that have a good internal \n educational programmed will have to make less drastic manpower changes and adjustments in the \n event of sudden personnel alternations.

Improving Organizational Climate

NEED AND IMPORTANCE OF TRAINING; An endless chain of positive reactions results from a wellplanned \n training programmed. Production and product quality may improve; financial incentives may \n then be increased, internal promotions become stressed, less supervisory pressures ensue and base \n pay rate increases result.

Improving Health and Safety

NEED AND IMPORTANCE OF TRAINING; Proper training can help prevent industrial accidents. A safer work \n environment leads, to more stable mental attitudes on the part of employees. Managerial mental state \n would also improve if supervisors now that they can better themselves through company-designed \n development programs.

Obsolescence Prevention:

NEED AND IMPORTANCE OF TRAINING; Training and development programmed foster the initiative and \n creativity of employees and help to prevent manpower obsolescence, which may be due to age, \n temperament or motivation, or the inability of a person to adapt him to technological changes.

Personal Growth

NEED AND IMPORTANCE OF TRAINING; Employees on a personal basis gain individually from their exposure to \n educational experiences. Again, Management development programs seem to give participants a \n wider awareness, an enlarged skin, an enlightened altruistic philosophy, and make enhanced \n personal growth possible.

On-The-Job Training Methods

This type of training is imparted on the job and at the work place \n where the employee is expected to perform his duties. It enables the worker to get training under the \n same working conditions and environment and with the same materials, machines and equipment's \n that he will be using ultimately after completing the training. This follows the most effective methods of \n training the operative personnel and generally used in most of the individual undertaking.

Job Experience

On-The-Job Training Methods; This is the oldest method of on-the-job training. Learning by experience \n cannot and should not be eliminated as a method of development, though as a sole approach; \n it is a wasteful, time consuming and inefficient. In some cases, this method bas proved to be \n very efficient though it should be followed by other training methods to make it more \n meaningful.

Coaching

On-The-Job Training Methods; On-the-Job coaching by the superior is an important and potentially effective \n approach is superior. The technique involves direct personnel instruction and guidance, usually \n with extensive demonstration.

Job Rotation

On-The-Job Training Methods; The major objective of job rotation training is the broadening of the background \n of trainees in the organization. If a trainee is rotated periodically from one job to another job, he \n acquires a general background. The main advantages are: it provides a general background to \n the trainee, training takes place in actual situation, competition can be stimulated among the \n rotating trainees, and it stimulates a more cooperative attitude by exposing a man to other \n fellow problem and view-points.

Special Projects

On-The-Job Training Methods; This is a very flexible training device. The trainee may be asked to perform \n special assignment; thereby he learns the work procedure. Sometime a task force is created \n consisting of a number of trainees representing different functions in the organization.

Apprenticeship

On-The-Job Training Methods; Under this method, the trainee is placed under a qualified supervisor or \n instructor for a long period of time depending upon the job and skill required. Wages paid to \n the trainee are much less than those paid to qualified workers. This type of training is suitable \n in profession, trades, crafts and technical areas like fitter, turner, electrician, welders, \n carpenters etc.

Vestibule Training

On-The-Job Training Methods; Under this method, actual work conditions are created in a class room or \n a workshop. The machines, materials and tools under this method is same as those used in \n actual performance in the factory. This method gives more importance to learning process \n rather than production.

Multiple Management

Emphasizes the use of committees to increase the flow of ideas from less \n experience managers and to train them for positions of greater responsibility. The McCormick & \n Company of Baltimore, U.S.A. developed the program. The company claims that the plan has \n increased employee efficiency, reduced labor turnover and absenteeism, and enabled the company to \n pay higher wages than those prevailing in the area and industry. In this method; a junior board \n authorized to discuss any problem that the senior board may discuss, and its members are \n encouraged to put their mind to work on the business a whole, rather than too concentrate to their \n specialized areas.

Compensation Plan (CP)

Under RA No. 6758 is an orderly scheme for determining rates of \n compensation of government personnel. It was crafted to attract, motivate and retain good and \n qualified people to accomplish the Philippine Government's mission, and mandates to encourage \n personal and career growth, and to reward good performance and length of service.

Compensation Plan Components

Basic Pay / Salaries \n Fringe Benefits \n Incentives \n Non-financial Rewards

Compensation Administration

Is a segment of management or human resource management \n focusing on planning, organizing, and controlling the direct and indirect payments employees receive \n for the work they perform.

Base Pay

Basic Components of Compensation Program; Refers to the cash that an employer pays for the work performed

Wage and Salary Add-ons

Basic Components of Compensation Program; Include cost-of-living adjustments (COLAs), overtime, holiday and \n other premium wages, travel and apparel/ clothing allowances, and a host of related forms of \n premiums and reimbursements. Wage and salary add-ons are used to compensate employees for \n work above and beyond their normal work schedules or to reimburse them for expenses related to \n their jobs.